In a recent article, How to Create a Happy and Productive Work Culture, Rachita Sharma, CEO and Co-founder at Girl Power Talk, suggests eight steps leaders can use to transform their existing workplace culture into a happier place for employees to thrive. It is highly recommend to read the article. Here we will expand on the last step: Put Culture First.
Many agree with Sharma when she says the job of creating a positive work culture is never done. However, many take issue with placing it last on the list! Before a company adapts wellness initiatives, flexibility and cultivates joy (steps two, four and five, respectively), it needs to figure out what the current company culture is, what it is not, and what they want it to be before it sets out to transform itself! This is where step number three, promoting radical honesty and inclusion, sets the tone of the culture. True culture transformation begins at the top, where the leaders walk their own talk and get honest about themselves and what kind of leadership style they want to adopt.
So, what does building a culture have to do with talent acquisition? In short, EVERYTHING! If your hiring strategy is not reflective of your company’s culture, you will make a bad hire—a very costly, bad hire. The United States Department of Labor puts the cost of a bad hire at up to 30% of the employee’s wages for the first year. That cost is significant, especially if you operate with a restricted budget. It is not only the financial loss that stings; there is a human cost as well. Not to mention, a bad hire, depending on the level of the hire, can cause damage to a organization’s brand (the higher up you go, the bigger the impact).
Typically, when hiring, we look for a person’s intrinsic motivation, assess for technical and/or relevant core competencies for the job, and probe them for the reasons as to why they want to work for the organization. However, pay close attention to their answers relative to step number eight. To paraphrase Simon Sinek, if you hire people because they need a job, they will work for a paycheck. But if you hire people who believe in what you do and why you do it, they will work for you with their blood, sweat, and tears. Now, none of us want a culture where people are bleeding, sweating, and crying, but you get the picture! If you want happy, motivated and engaged employees, build the culture from the top down; define what the culture is and what it is not and make sure the hiring managers are on board! From there, create a talent attraction strategy reflective of the culture and watch the organic organizational growth reap the benefits. Then, and only then, can you cultivate true joy (which as a reminder, is step number five).
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This article is provided by our friends at Weiser Innovations.